Overworked and overwhelmed? Consider these 7 questions

If you're feeling swamped at work these days, you're not alone. I'm not talking "I don't get to go out for lunch very often" busy. I mean "I'm buried in work, never fully off the clock and still feel I'm letting people down" busy. I hear it regularly from the managers I teach and coach.

It's a function of the downsized staffing but increased demands and responsibilities in changing organizations.

The story is familiar: to hit budget numbers, the company cuts head count but leaves fully intact the expectation of quality, service and measurable results. (I'll give CNN president Jeff Zucker credit. Referencing the depressing specter of buyouts and layoffs, he didn't try to spin it as some great opportunity for the survivors to work smarter, not harder. He said "We are going to do less and have to do it with less.")

But what about those who are doing so much, perhaps too much, these days? Their leaders often suggest that they do a better job of delegation. They may be right. Even when staffing is strong, managers often hesitate to delegate. For perspective, I looked for my first Poynter.org column on delegation: "Why We Don't Delegate, but Could." I wrote it in 2002!

But delegation alone isn't enough today. Front line managers need to work with their leaders to take a comprehensive look at workloads, workflow, strategies, systems and shifting priorities in changing times. They need to constantly communicate about effectiveness, efficiency and yes, exhaustion.

As I work with organizations that are trying to do just that, I developed 7 questions for leaders and managers to ask themselves. I hope you find them helpful:

1. Whose job is it, anyway? This is a call for clarification of the manager's role. What are the most important responsibilities he/she should have? What tasks have gravitated to that person because of tradition, or a particular talent, or simply by default? What assumptions underlie the manager's list of duties, and is it time to challenge some of them?

2. When I feel guilty about delegating, what's the reason? Some managers fear that delegating is simply dumping on others, a confession of incompetence and or a sign of slacking off. Empathy, expertise and work ethic are all commendable qualities of managers, but shouldn't stand in the way of a rational review of one's workload.

3. Do I secretly love certain tasks and don't want to let go? This one is self-evident. If you simply love keeping a hand in certain things, even if they are not essential to your management role, what's the cost/benefit ratio? Only you and your leaders can assess whether the joy is worth the ripple effect it has on other work and people. It may be. Just be transparent about your decision to keep doing that task - and open to revisiting the impact.

4. What do I have to learn to teach before I can delegate this? Managers often keep doing a task because they're ill-prepared to train others how to do it. They don't want to take the time to build an instruction guide or plan, or don't feel comfortable training others -- so they keep doing the work themselves. Admit it: this is a problem you can solve.

5. How can I maintain quality over things I delegate? Concern about quality control often causes managers to avoid delegating. But you CAN keep close enough touch to ensure things will go well. When I wrote about delegation in my book, "Work Happy: What Great Bosses Know," I highlighted a quote taken from some terrific feedback that a boss in one of my seminars received:

He never rests on his laurels and is always seeking ways to improve our performance, even as resources contract and the pressure on staff increases. He is not afraid to delegate; he stands back and lets you get on with it, but he is always close at hand, seeking updates on how the job is going, asking if assistance is needed.

6. What ambitions of ours are most helpful? When do we get too distracted by shiny objects? Management teams need work together to determine when they are committing to projects without sufficient analysis of the potential impact. It looks like this: We go to a meeting to talk about a new idea, initiative or tool. We're high achievers, so we attack that idea with 100% energy and attention. We don't think in terms of tradeoffs of time and effort. We plunge in. And later, we may celebrate it or regret it. Innovation is critical to business success, so I'm not arguing against it at all. But be strategic rather than impulsive on the front end as you choose to pursue opportunities.

7. What can we kill without fear of capital punishment? There's a reason I saved this one for last. If you, as a manager, want to persuade your leadership that it's time to STOP doing something, you need to demonstrate that you've looked at every other alternative, especially your own performance. The powers-that-be can see that you aren't whining or not up to the task of management. Rather, you're a self-managing, high-performing partner. Together, you'll assess whether a task or project produces sufficient return on the investment of your time and talent.

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There's one more critical piece of advice I give to managers who want to delegate effectively and help those to whom they delegate succeed. I share it in this companion podcast.

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Jill helps news managers learn how to lead her favorite people in the world - journalists. Good journalists, she points out, question authority and resist "spin." It takes exceptional leaders to build trust, along with the systems and culture that grow great journalism.